Now, in economic crises times, the kind of things you're looking at is it's generally harder to get capital, revenue growth may be more, revenue lines may be unstable or growth may be less easy to predict that you're going to get to. And so what you do is you take a certain conservative approach of when, as all entrepreneurs should do, you plan for both good luck and bad luck, you put extra time on, "Okay, if I have bad luck, what do I do about that?"

Democracy tends to be a collaborative process, a committee, a consensus.

I don't normally think of like most successful moments, because like most entrepreneurs, I tend to think that however how high of a mountain I've climbed, I'm always looking at the next mountain to climb.

[Hillary Clinton] is part of the establishment, and that's good for foreign policy and for understanding the ongoing health care system.

Be persistent, and hang on to your vision. And at the same time, be flexible.

Boom and bust cycles are very difficult for businesses because you're hiring a bunch because you're planning for the future. And if the future is going to be very big, you need to hire people, or suddenly you go to boom to bust, then all of a sudden, you're kind of battening down the hatches and trying to sail, you know, through the storm, it's a different thing. So part of it is making good decisions about, well, how long is a boom cycle going to be, you know, don't plan on it going forever.

The real secret of Silicon Valley is that it's really all about the people